Overcoming Fear, Fostering Courage and Unleashing Candour
New Horizons in Management series
Edited by Ronald J. Burke and Cary L. Cooper
Chapter 2: Individual correlates of employee voice: what do we know so far? Where should we go next?
Employee participation has been a topic that has interested scholars and practitioners for over 100 years (Glew et al., 1995). As organizational context become more dynamic, communication efforts that originate from employees can have important implications for organizational performance and survival. This is particularly true when the information from employees highlights problems or concerns in the way organizations work, or provides ideas and/or suggestions of how to improve current work processes (Morrison, 2011). Employee voice is a behavior that has been directly linked to participation in the organization. Although employee voice has been defined multiple ways (Van Dyne et al., 2003; Klaas et al., 2012; Morrison, 2011), it reflects a discretionary behavior in which an employee verbally communicates “ideas, suggestions, concerns or opinions about work-related issues with the intent to improve organizational or unit functioning” (Morrison, 2011, p. 375).
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.